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Showing 3 results for Responsibility
Investigating the Effects of Organizational Socialization and Social Capital on the Responsibility of Nurses in Iran Hospitals: The Mediating Role of Work Ethics
Salim Balouch, Mohammad Razzaghi, Alireza Ghalaee,
Volume 9, Issue 3 (12-2021)
Abstract
Background and Objectives: Nurses are one of the most important forces in a hospital. Therefore, their socialization is important to act as social capital for the hospital through sociability and to increase their responsibility as well as work ethic. Therefore, the purpose of this study was to investigate the effect of organizational socialization and social capital on responsibility with the mediating role of the organizational work ethic of Nurses at Iran Hospital, Iranshahr in Sistan & Balouchestan Province, Iran.
Methods: This research is applied in terms of purpose and descriptive correlation in terms of data collection based on structural equation modeling. The statistical population included all Nurses of Iran Hospital (550 subjects). The sample size was 218 according to the statistical population and using stratified random sampling method and Krejcie & Morgan table. Standard questionnaires of organizational socialization, social capital, responsibility and work ethics were used to collect data. The collected data were analyzed using SPSS 25 and LISREL 8.8 software.
Results: There was a positive and significant relationship between organizational socialization and social capital with work ethics. Also, the correlation coefficient between the variables of work ethics and responsibility (r = 0.39) is positive and significant. At the same time, with the mediation of work ethics, the variables of organizational socialization and social capital can predict responsibility.
Conclusion: Socialization allows nurses to gain more knowledge and skills in their work. Through socialization, nurses become a social capital for the hospital, and socialization and social capital increase work ethic, which in turn increases their responsibility.

Investigating Effort-Reward Imbalance Model in Predicting Workplace Bullying
Mohammad Babamiri, Ramin Rahmani, Rashid Heydari Moghadam, Mehraneh Shabani,
Volume 11, Issue 2 (9-2023)
Abstract
Objectives: In work environments, job stress is the main factor that can make employees lose control and provide the opportunity for the occurrence of aggression in employees. Therefore, this study investigated the role of the effort-reward imbalance model in the occurrence of bullying in the workplace.
Methods: This study was descriptive-analytical in nature. The research population consisted of employees of one of the petrochemical plants located in the south of the country. The samples (n=202) were selected using the census sampling method. In this research, two self-report questionnaires, namely the Effort-Reward Imbalance Scale and the Questionnaire of bullying actions, were used to measure the variables.  Data analysis was performed using SPSS 18 software using Pearson’s correlation coefficient and linear regression.
Results: The mean scores of the participants’ age and work experience in this study were 40.13±9.32 and 15.9±9.50 years, respectively. Among the participants, 72.8% were female and 86.1% were married. In terms of educational status, 10.9% had an associate's degree, 81.2% had a bachelor's degree, and the rest had a master's degree or higher. About three-quarters of the participants were public service employees, and the rest were working on a contract basis. Based on the results of the multivariate regression model, among the variables investigated in this study, effort-reward imbalance and extreme commitment were able to significantly predict the changes in the bullying score (P<0.001).
Conclusion: Employees who feel imbalanced between inputs and outputs in the job, as well as those who have the characteristic of excessive responsibility, are more likely to display negative behaviors in the form of bullying in the workplace.

Cultural Intelligence: Unveiling the Mediating Role of Social Responsibility in the Relationship between Spiritual Leadership and Social Identity among University Managers
Madineh Mahmoodi, Behnaz Mohajeran, Hassan Ghalavandi,
Volume 12, Issue 2 (7-2024)
Abstract
Objectives: In contemporary times, educational institutions are instrumental in the development of societies, and universities in every country, along with their leaders, play a significant role in this domain. Therefore, the present study aimed to assess the effect of spiritual leadership characteristics and social identity on cultural intelligence with an emphasis on the mediating role of social responsibility among the managers of Urmia University.
Methods: The research method was descriptive. The entire population of Urmia University managers (151 individuals) was included as the sample, given the limited population size. The data collection tools included the Cultural Intelligence Questionnaire (Early & Ang, 2004), Carroll's Social Responsibility Questionnaire (1991), Fry's spiritual leadership characteristics (2005), and Jenkins' social identity (1996). The validity of the instruments was confirmed by confirmatory factor analysis and their reliability was confirmed by Cronbach's alpha coefficient. The data were analyzed in SPSS (version 28) and LISREL (version 8.1) software packages using descriptive and inferential statistics (structural equation modeling).
Results: The research findings pointed to the significant positive impact of spiritual leadership characteristics on the cultural intelligence of Urmia University administrators. In addition, social identity had a meaningful positive effect on the cultural intelligence of these managers. Spiritual leadership characteristics also exerted a significant positive effect on the social responsibility of Urmia University administrators, as does social identity. Furthermore, social responsibility has a significant positive impact on the cultural intelligence of university managers. Notably, spiritual leadership characteristics, mediated by social responsibility, affected the cultural intelligence of Urmia University administrators. In a similar vein, social identity, through the mediation of social responsibility, affected the cultural intelligence of these managers.
Conclusion: The enhancement of spiritual leadership traits and social identity of Urmia University administrators, which in turn influence their cultural intelligence, can make it possible to improve the performance of the university. Furthermore, this enhancement is expected to increase employees' accountability.

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